2BC3 RECRUITMENT AND SELECTION

RECRUITMENT

Mona Zanhour

BBA, MBA, ABD

Lecture Agenda

Strategic considerations Internal vs external recruiting Improving the effectiveness of recruitment

Selection

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Learning Objectives

1. Explain the difference between recruitment and selection

2. Discuss internal and external factors affecting recruitment

3. Evaluate effectiveness of recruitment strategies

4. Calculate cost of recruitment

In Summary…

Organizations recruit both externally and internally, and each has its own advantages and disadvantages. Moreover, recruitment provides organizations with an opportunity to showcase their brand name to employees and customers alike. People typically do not spend their entire career in one organization. Hence, managing one’s career has taken on new importance in today’s marketplace. 

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Recruitment Video5

Recruitment

The process of finding and attracting capable applicants to apply for employment

2 general goals Want qualified applicant pool Want both parties to have accurate perceptions about

the other (Realistic Job Preview)

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Strategic Considerations

Recruitment influenced by: Staffing needs created by organizational strategy /

business plan Organizational analysis

Are appropriate candidates available internally? Type and level of job openings

2 factors employers have no control over Labour market Legal environment

Question: Which HR tool helps to address these concerns??

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Effects of Labour Market

Low unemployment (tight labour market) Broaden recruitment efforts – to other groups,

geographic areas, etc. Improve compensation, T&D, etc. Hire temporary workers, outsource

High unemployment (loose labour market) Specific, targeted recruitment efforts Consider overhiring

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Effects of Labour Market

Factors determining the relevant labour market: Skills and knowledge required for a job Level of compensation offered for a job Reluctance of job seekers to relocate Ease of commuting to workplace (e.g., transit,

highways) Location of job (urban or nonurban)

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Effects of Legal Environment

Employment equity, human rights, pay equity May be helped by targeted recruitment

Make effort to attract members of protected groups Use various communication approaches to reach different

audiences

Potential pitfalls of targeted (diversity-oriented) recruitment Majority group members may react negatively Cause “stigma of incompetence” for minority group members

hired – perceive that hiring is not merit-based

Solution – ensure merit is central to decision-making

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Other Strategic Considerations

Don’t offend people with your recruiting strategy…

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Quiz Question13

The key to success in recruitment is A. Getting people to apply for jobs regardless

of fitB. Getting a very large number of people to

applyC. Getting the right type of applicantD. Getting a lot of applications at least costE. Hiring the best person

Recruitment

Recruitment has received more serious attention during the past 25 years

Now viewed as being critical in the selection process Was believed that the need for money and availability

of a job was all it took to attract Very little thought was given to what factors influence

applicant attraction, quality, etc.

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Recruitment Sources

Internal Recruiting Current employees (e.g., promotions)

External Recruiting Referrals

from current employees, former employees, customers Advertisements Employment agencies (public/private)/ temp agencies Educational institutions (universities / colleges) Internet, social media Professional associations (HRPA) Labour unions

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Question

What are some strengths and weaknesses of internal versus external recruiting?

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Internal Recruiting

Strengths • Employee is familiar with

the organization and culture (socialization costs)

• Capitalize on past investments (recruit, train)

• Employee has proven their ability (accurate record of performance)

• Improves workplace morale & motivation (rewards past performance, signals efforts lead to promotion

Weaknesses• May lack

knowledge/experience for new job

• Internal rivalry

• No “new blood”

• Poor morale of employees who are not selected

• May reflect indirect discrimination

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External Recruiting

Strengths

• Can acquire skills that are not available within the organization

• Newer ideas may emerge, new methods

Weaknesses

• Newcomers may not fit in

• Newcomers need to learn about the organization and its culture

• More expensive

• Lower morale of employees who don’t see career growth within the firm

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Internal Recruiting Methods

Inventory Management Talent (HRIS) Identify through performance appraisal Skills inventories and replacement charts

Assessment Centre A process by which individuals are evaluated as they participate in a series of

situations that resemble what they might be called on to handle on the job. In-basket exercises Leaderless group discussions Role playing Behavioural interviews Work samples Cognitive ability and Personality tests

Job Posting

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Quiz Question20

When recruiting from within, benefits may include all of the following exceptA. Employee familiarization with the

organizationB. Employee is a known quantityC. Increased workforce motivationD. Acquisition of skills current employees do

not possessE. Possible lower recruiting costs

Effectiveness of Recruitment Sources

Cost per hire Time to Fill: The number of days from when a job

opening is approved to the date the candidate is selected

Yield Ratio Ratio of hires : applicants Ratio of offers : applicants Ratio of qualified applicants : total applicants

E.g. 100 resumes received, 50 found acceptable = 50% yield.

Performance of hires (quality of hire) Tenure / turnover of hires Diversity / Employment equity issues

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Cost of Recruitment (per employee hired)

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Cost of Recruitment

HNCRBAFAC

HSC

SC = source costAC= advertising costs, total monthly expenditure (example: $32,000)AF = agency fees, total for the month (example: $21,000)RB = referral bonuses, total paid (example: $2,600)NC= no-cost hires, walk-ins, nonprofit agencies, etc. (example: $0)H = total hires (example: 119)Cost to hire one employee = $467.23

Improving the Effectiveness of External Recruitment

Good sources of organizational recruiters Professional HR recruiters HR generalists Work team members

Requirements for Effective Recruiters Knowledge of the recruited job’s requirements and of

the organization Training as an interviewer Personable and competent to represent the organization

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Recruitment is a Mutual Process

Employer provides information about organization, job, etc. Potential applicants form opinions, make decisions, etc.

Potential applicants provide information about self Recruiters may make initial assessment of P-J and P-O fit

Both parties want to be viewed positively Risk that they misrepresent themselves Leads to invalid decisions

Accurate information is in best interests of all Role of self-selection E.g., realistic job preview

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Organizational Factors Affecting Applicants

Organizations can control the information they present during recruitment Must be accurate Inaccurate expectations lead to dissatisfaction, poor

performance, turnover, etc.

Realistic Job Preview

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I want to join the Marines… I think

In early 1997, former heavy weight boxing champion, Riddick Bowe, joined the United States Marine Corp Reserve.

He was 29, had an estimated $100 million in the bank, and was married with 5 children.

Reasons for joining: Lifelong dream, make his mother proud, prove everyone wrong that said he couldn’t make it.

Usual reasons: Service to country, education, training, adventure, money.

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I want to join the Marines… I think

He lasted only 11 days in basic training

Why????

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Reasons

• Preconceived stereotypes or information obtained from inaccurate sources. • His perceptions of life as a Marine were based on watching

movies.

• The marines had waived several of their selection criteria (e.g., not more than one dependent) to enroll a high-profile celebrity. • He missed his kids.

• The marines never gave Bowe a realistic preview of what life would be like at boot camp. • Bowe suffered culture shock; went from millionaire to

taking orders

Reasons

The Marines deviated from a very successful recruitment & selection program that gave recruits a realistic expectation of what’s in store for them & an introduction to the culture of the marines.

In other words, they did not provide a realistic and accurate preview of either the job or the organization.

By waiving selection criteria, they created a mismatch between Bowe & the marines.

Key goal of recruitment and selection Ensure person-job match

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Realistic Job Preview

Procedure designed to provide job candidates with accurate information about the job and organization including desirable and undesirable facets Belief is that job candidates who perceive mismatch

will self-select out Purposes / Goals

Realistic job expectations Reduce voluntary turnover Increase job satisfaction Enhanced communication through honesty and

openness

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Functions of RJP

Self-selection Applicant have info to apply or to self-select out Is in the best interests of both parties – if it’s based on accurate

information Vaccination

Some negative info helps employees anticipate negative aspects of job

Are more prepared for and less effected by them Increased commitment to the choice

Are aware of negative aspects, but still choose job More likely to forge through difficulties

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RJPs: Pros and Cons

Benefits of RJPs Evidence suggests that RJPs achieve following 3

purposes to a certain degree (e.g., Phillips, 1998)

Perceptions of employer trustworthiness, honesty, and concern for employees

Facilitates Person-Organization fit

Lower unrealistic expectations

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Question

Potential disadvantages of RJPs?

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Individual Exercise

McMaster has asked you to develop a realistic job preview (RJP) for potential student applicants. What are some of the positive and negative aspects of being a student?

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Developing a Diverse Talent Pool

Recruitment of Women Growth of women in the workplace Increase in females in management roles Stereotyping and gender conflicts

Recruitment of Minorities Educational and societal disadvantages Retention in organizations

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Recruitment and Development of Women

The “Glass Ceiling” Artificial barriers based on attitudinal or organizational

bias that prevent qualified women from advancing upward in their organizations into management level positions.

Eliminating Women’s Barriers to Advancement Development of women’s networks Online e-mentoring for women Diminishing stereotyping of women Presence of women in significant managerial positions Glass ceiling audits (to identify “limiting practices”) Work-life balance, e.g. flextime, leaves, telecommuting

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Advancement of Minorities to Management

Career development for minorities is advanced by: Organizational support for the advancement of

minorities to significant management positions. Provision of internships to attract minorities to

management careers. Organization of training courses to foster the

development of minority’s managerial skills and knowledge.

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Other Important Talent Concerns

Recruitment of Older People Increasingly returning to the workplace Have valued knowledge, experience, flexibility and reliability as employees

Differences in goals, values etc. of Traditionalists, Baby Boomers, Gen X and Y

Dual-Career Couples Couples in which both members follow their own careers and actively support

each other’s career development. Flexible work schedules Adaptive leave policies Work-at-home On-premises day care Job sharing

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Recruitment Example

CONSULTING EXPERIENCE: FORTINOS

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Recruitment Example

You are ‘Recruitment Coordinator’

You must hire approximately 350 to 400 hourly employees for a new Fortinos location (90,000 to 120,000 square foot facility)

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Group Activity

What are the different jobs in Fortinos? Which ones are hardest to fill?

What are some internal and external factors that would affect recruitment?

How would we recruit for the jobs? (internal or external)

How would you evaluate the effectiveness of recruitment?

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QUESTIONS?